‘Would you recommend?’
|We strive to achieve 90% or above in this question, which equates to a five-star rating.||Percentage of customers who would recommend Taylor Wimpey to a friend as measured by the National New Homes Survey undertaken by the NHBC on behalf of the HBF eight weeks after legal completion.||89%||90%||89%
‘Would you recommend?’
|We strive to improve this and understand the reasons behind and underlying drivers of this customer feedback.
||Percentage of customers who would recommend Taylor Wimpey to a friend as measured by the National New Homes Survey undertaken by the NHBC nine months after legal completion.
|Construction Quality Review (CQR)
(average score / 6)
|To achieve an average score of 4 out of 6 across Taylor Wimpey by 2020.
||The average score, out of six, achieved during an in-depth annual review of construction quality on a site-specific basis.
|Average reportable items per inspection
||Reduce defects found during build stages.
||The average number of defects found per plot during NHBC inspections at key stages of the build.
|Strategically sourced completions
||We aim to source more than 40% of our completions from the strategic pipeline per annum in the medium term.
||Number of completions on land which originally did not have a residential planning permission when we acquired a commercial interest in it, expressed as a percentage of total completions.
|Land cost as % of average selling
price on approvals
|To maintain at current levels or reduce our average land cost.
||Cost of land as a percentage of average selling price on approvals.
|Landbank years||Increase landbank efficiency – reduce length of short term owned and controlled landbank years by c.1 year to 4-4.5 years.
||The years of supply in our short term landbank at current completion levels.
|Voluntary employee turnover||We aim to attract and retain the best people in the industry and give them opportunities to develop to their full potential. We aim to keep this within a range of 5-15%.
||Voluntary resignations divided by number of total employees.
|Number recruited into early talent programmes
||To reduce the impact of the industry skills shortage and future-proof our business.
||The amount of people recruited onto one of our early talent programmes including graduates, management trainees and site management trainees.
|Directly employed key trades people, including trade apprentices
||To improve quality, reduce bottlenecks in key trade supply, reduce the impact of the industry skills shortage and future-proof the business.
||The number of key trades people directly employed by Taylor Wimpey including bricklayers, joiners, carpenters, painters, scaffolders and trade apprentices.
|Health and Safety Annual
Injury Incidence Rate
(per 100,000 employees
|We are committed to providing a safe place in which our employees and subcontractors can work and our customers can live.
||Reportable (all reportable) injury frequency rate per 100,000 employees and contractors (Annual Injury Incidence Rate).
|Net private sales rate
||We want to break our historic sales rate barrier by thinking differently about how we deliver a home and to better capture demand.
||The average number of private sales made per outlet per week.
|Private legal completions
|To improve efficiency on our sites and increase the number of legal completions per outlet.
||The number of private legal completions per outlet.
|Order book volume
||We focus on building a strong order book for the future while balancing our customers’ needs. This is particularly important in an uncertain market.
||The total number of homes in our year end order book.
|Order book value||We focus on building a strong order book for the future while balancing our customers’ needs. This is particularly important in an uncertain market.
||The total value of homes in our year end order book.